From Operational Manager to Strategic Thinker (1)

Overview

The intent of this seminar is not to train participants to be strategic planners to their organizations. Rather, the focus in on helping them to develop a strategic mindset for their particular work units so that they can add value to their organizations from within their work units as well as in their interactions with other work units. Developing a strategic mindset will also help prepare participants for higher levels of responsibility in ther organizations over time.

Benefits

From Operational Manager to Strategic Thinker (1)

How You Will Benefit? You will:

Understand the difference between opreational management and strategic thinking

Understand what is strategy and how strategic thinking can add value to your organization

Learn a structured, fourr-step approach to strategic thinking

Learn how to apply this approach to different types of organizations - commercial and non-commercial - and to different levels within organization -corporate level, business unit level, functional level

Understand where mission and vision fits into strategic thinking

Understand the challenges of straategy execution and the key requirements for successful strategy execution

What

From Operational Manager to Strategic Thinker (1)

What You Will Cover

Strategic thinking - formulating strategies that contribute to the success of the organization

But what is strategy?

Exploring the concept of strategy in different contexts - military context, sports and games, commercial businesses, public sector and non-profit organizations

Understanding the situations where strategy is required as opposed to just plans or tactics

Defining strategy as deliberate choices or decisions to achieve success for the organization within the context of such situations

But decision on what? What are the key questions to answer in formulating strategy?

Formulating the Strategic Questions Answer

Understand that the strategic questions to answer are different for different types of organization (commercial, public sector, non-profit) and for different levels within an organization (corporate, business unit and functional levels)

Applying the three-step method to identifying the relevant questions to answer in formulating strategy for an organization and for a unit within that organization

Applying the method to commercial and non-commercial organizations

Once the strategic question to answer have been identified, fourth step is to find the best answer to these questions - how to do this?

Anwering the Strategic Questions

The Issue Analysis technique as a structured approach to answering the strategic questions identified

Dr. Sashee has also extensive leadership and sales experience, where as Marketing Head of a leading MNC, he successfully managed over 12 different products, and a team of 20 branch heads and over 100 sales people, grossing an annual turnover of USD30 million, for sales and distribution to both domestic and international markets.

Currently managing his own consultancy practice, Dr. Sashee believes in making a difference in participants thinking and behavior development through his personalized, practical and dynamic approach to make learning an enjoyable and valuable experience.

Dr. Sashee is a Senior Trainer with the American Management Association (AMA) conducting management development programs in Philippines, Singapore and Malaysia. Dr. Sashee is a certified administrator of the Karl Albrecht Mindex Profiling Tool. He is also a Certified NeuroLinguistic Programming (NLP) and Time-Line Therapy Practitioner from the American Board of Neuro-Linguistic (ABNLP). Dr. Sashee is also the Master Facilitator for Malaysia’s Human Resource Development (HRD) Train-the-Trainer Certification programs.

Dr. Sashee holds a Doctorate in Business Administration (DBA) from University of Newcastle and a Masters in Marketing from RMIT University. His doctorate thesis was on the subject of the Influence of Emotional Intelligence and Leadership on Employee Work Performance.